TED演讲稿英文教学教材.docx
- 文档编号:25250615
- 上传时间:2023-06-06
- 格式:DOCX
- 页数:6
- 大小:18.61KB
TED演讲稿英文教学教材.docx
《TED演讲稿英文教学教材.docx》由会员分享,可在线阅读,更多相关《TED演讲稿英文教学教材.docx(6页珍藏版)》请在冰豆网上搜索。
TED演讲稿英文教学教材
当工作越来越复杂,给你6个简化守则
Ihavespentthelastyears,tryingtoresolvetwoenigmas:
whyisproductivitysodisappointinginallthecompanieswhereIwork?
Ihaveworkedwithmorethan500companies.Despiteallthetechnologicaladvance–computers,IT,communications,telecommunications,theinternet.
Enigmanumbertwo:
whyistheresolittleengagementatwork?
Whydopeoplefeelsomiserable,evenactivelydisengaged?
Disengagedtheircolleagues.Actingagainsttheinterestoftheircompany.Despitealltheaffiliationevents,thecelebration,thepeopleinitiatives,theleadershipdevelopmentprogramstotrainmanagersonhowtobettermotivatetheirteams.
Atthebeginning,Ithoughttherewasachickenandeggissue:
becausepeoplearelessengaged,theyarelessproductive.Orviceversa,becausetheyarelessproductive,weputmorepressureandtheyarelessengaged.Butasweweredoingouranalysiswerealizedthattherewasacommonrootcausetothesetwoissuesthatrelates,infact,tothebasicpillarsofmanagement.Thewayweorganizeisbasedontwopillars.
Thehard—structure,processes,systems.
Thesoft—feeling,sentiments,interpersonalrelationship,traits,personality.
Andwheneveracompanyreorganizes,restructures,reengineers,goesthroughaculturaltransformationprogram,itchoosesthesetwopillars.Nowwetrytorefinethem,wetrytocombinethem.Therealissueis–andthisistheanswertothetwoenigmas–thesepillarareobsolete.
Everythingyoureadinbusinessbooksisbasedeithertwooftheotherortheircombine.Theyareobsolete.Howdotheyworkwhenyoutrytousetheseapproachesinfrontofthenewcomplexityofbusiness?
Thehardapproach,basicallyisthatyoustartfromstrategy,requirement,structure,processes,systems,KPIs,scorecards,committees,headquarters,hubs,clusters,younameit.Iforgotallthemetrics,incentives,committees,middleofficesandinterfaces.Whathappensbasicallyontheleft,youhavemorecomplexity,thenewcomplexityofbusiness.Weneedquality,cost,reliability,speed.Andeverytimethereisanewrequirement,weusethesameapproach.Wecreatededicatedstructureprocessedsystems,basicallytodealwiththenewcomplexityofbusiness.Thehardapproachcreatesjustcomplicatednessintheorganization.
Let’stakeanexample.Anautomotivecompany,theengineeringdivisionisafive-dimensionalmatrix.Ifyouopenanycellofthematrix,youfindanother20-dimensionalmatrix.YouhaveMr.Noise,Mr.PetrolConsumption,Mr.Anti-CollisionPropertise.Foranynewrequirement,youhaveadedicatedfunctioninchargeofaligningengineersagainstthenewrequirement.Whathappenswhenthenewrequirementemerges?
Someyearsago,anewrequirementappearedonthemarketplace:
thelengthofthewarrantyperiod.Sothereforetherequirementisrepairability,makingcarseasytorepair.Otherwisewhenyoubringthecartothegaragetofixthelight,ifyouhavetoremovetheenginetoaccessthelights,thecarwillhavetostayoneweekinthegarageinsteadoftwohours,andthewarrantybudgetwillexplode.So,whatwasthesolutionusingthehardapproach?
Ifrepairabilityistherewrequirement,thesolutionistocreateanewfunction,Mr.Repairability.AndMr.Repairabilitycreatestherepairabilityprocess.Witharepairabilityscorecard,witharepairabilitymetricandeventuallyrepairabilityincentive.Thatcameontopof25otherKPIs.Whatpercentageofthesepeopleisvariablecompensation?
Twentypercentatmost,dividedby26KPIs,repairabilitymakesadifferenceof0.8percent.Whatdifferencediditmakeintheiraction,theirchoicestosimplify?
Zero.Butwhatoccursforzeroimpact?
Mr.Repairability,process,scorecard,evaluation,coordinationwiththe25othercoordinatorstohavezeroimpact.Now,infrontofthenewcomplexityofbusiness,theonlysolutionisnotdrawingboxeswithreportinglines.Itisbasicallytheinterplay.Howthepartsworktogether.Theconnection,theinteraction,thesynapse.Itisnotskeletonofboxes,itisthenervoussystemofadaptivenessandintelligence.Youknow,youcouldcallitcooperation,basically.Wheneverpeoplecooperate,theyuselessresources.Ineverything.Youknow,therepairabilityissueisacooperationproblem.
Whenyoudesigncars,pleasetakeintoaccounttheneedofthosewhowillrepairthecarsintheaftersalesgarage.Whenwedon’tcooperateweneedmoretime,moreequipment,moresystem,moreteams.Weneed–whenprocurement,supplychain,manufacturingdon’tcooperateweneedmorestock,moreinvestories,moreworkingcapital.
Whowillpayforthat?
Shareholder?
Customers?
No,theywillrefuse.Sowhoisleft?
Theemployees,whohavetocompensatethroughtheirsuperindividualeffortsforthelackofcooperation.Stress,burnout,theyareoverwhelmed,accidents.Nowondertheydisengage.
Howdothehardandthesofttrytofostercooperation?
Thehard:
inbanks,whenthereisproblembetweenthebackofficeandthefrontoffice,theydon’tcooperate.Whatisthesolution?
Theycreateamiddleoffice.
Whathappensoneyearslater?
Insteadofoneproblembetweenthebackandfront,nowhavetoproblems.Betweenthebackandthemiddleandbetweenthemiddleandthefront.PlusIhavetopayforthemiddleoffice.Thehardapproachisunabletofostercooperation.Itcanonlyaddnewboxes,newbonesintheskeleton.
Thesoftapproach:
tomakepeoplecooperate,weneedtomakethenlikeeachother.Improveinterpersonalfeelings,themorepeoplelaikeeachother,themoretheywillcooperate.Itistotallyworng.Itevencounterproductive.
Look,athomeIhavetwoTVs.Why?
Preciselynottohavetocooperatewithmywife.Nottohavetoimposetradeoffstomywife.AndwhyItrynottoimposetradeoffstomywifeispreciselybecauseIlovemywife.IfIdidn’tlovemywife,oneTVwouldbeenough:
youwillwatchmyfavoritefootballgame,ifyouarenothappy,howisthebookorthedoor?
Themorewelikeeachother,themoreweavoidtherealcooperationthatwouldstrainourrelationshipsbyimposingtoughtradeoffs.AndwegoforasecondTVorweescalatethedecisionaboveforarbitration.
Definitely,theseapproachesareobsolete.Todealwithcomplexity,toenhancenervoussystem,wehavecreatedwhatwecallthesmartsimplicityapproachbasedonsimplerules.Simplerulenumberone:
understandwhatothersdo.Whatistheirrealwork?
Weneedgobeyondtheboxes,thejobdescription,beyondthesurfaceofthecontainer,tounderstandtherealcontent.Me,designer,ifIputawirehere,Iknowthatitwillmeanthatwewillhavetoremovetheenginetoaccessthelights.Second,youneedtoreinforceintegrators.Integratorsarenotmiddleoffice,theyaremanagers,existingmanagersthatyoureinforcesothattheyhavepowerandinteresttomakeotherscooperate.Howcanyoureinforceyourmanagersasintegrators?
Byremovinglayers.Whentherearetoomanylayerspeoplearetoofarfromtheaction.ThereforetheyneedKPIs,metrics,theyneedpoorproxiesforreality.Theydon’tunderstandrealityandtheyaddthecomplicatednessofmetrics,KPIs.Byremovingrules—thebiggerweare,themoreweneedintegrators,thereforethelessruleswemusthave,togivediscretionarypowertomanagers.Andwedotheopposite–thebiggerweare,themoreruleswecreate.AndweendupwiththeEncyclopediaBritannicaofrules.Youneedtoincreasethequanitityofpowersothatyoucanempowereverybodytousetheirjudgment,theirintelligence.Youmustgivemorecardstopeoplesothattheyhavethecriticalmassofcardstotaketherisktocooperate,tomoveoutofinsulation.Otherwise,theywillwithdraw.Theywilldisengage.Theserules,theycomefromgametheoryandorganizationalsociology.Youcanincreasetheshadowofthefuture.Createfeedbackloopsthatexposepeopletotheconsequencesoftheiractions.ThisiswhattheautomotivecompanydidwhentheysawthatMr.Repairabilityhadnoimpact.Theysaidthedesignengineers:
now,inthethreeyears,whenthenewcarislaunchedonthemarket,youwillmovetotheaftersalesnetwork,andbecomeinchargeofthewarrantybudget,andifthewarrantybudgetexplodes,itwillexplodeinyourface.Muchmorepowerfulthan0.8percentvariablecompensation.Youneedalsotoincreasereciprocity,byremovingthebuffersthatmakeusself-sufficient.Whenyouremovethesebuffers,youholdmebythenose,Iholdyoubytheear.Wewillcooperate.RemovethesecondTV.TherearemanysecondTVsatworkthatdon’tcreatevalue,theyjustprovidedysfunctionalself-sufficiency.
Youneedtorewardthosewhocooperateandblamethosewhodon’tcooperate.TheCEOofTheLegoGroup,JK,hasagreatwaytouseit.Hesay,blameisnotforfailure,itisforfailingtohelporaskforhelp.Itchangeseverything.Suddenlyitbecomesinmyinteresttobetransparentonmyrealweakness,myrealforecast,becauseIknowIwillnotbeblamedifIfail,butifIfailtohelporaskforhelp.Whenyoudothis,ithasalotofimplicationsonorganizationaldesign.Youstopdrawingboxes,dottedlines,fulllines;youlookattheirinterplay.
Ithasalotofimplicationonfinancialpoliciesthatweuse.Onhumanresourcemanagementpractices.Whenyoudothat,youcanmanagecomplexity,thenewcomplexityofbusiness,withoutgettingcomplicated.Youcreatemorevaluewithlowercost.Yousimultaneouslyimproveperformanceandsatisfactionatworkbecauseyouhaveremovethecommonrootcausethathindersboth.
Complicatedness:
thisisyourbattle,businessleader.Therealbattleisnotagainstcompetitors.Thisisrubbish,veryabstract.Whendowemeetcompetitorstofightthem?
Therealbattleisagainstourselves,againstourbureaucracy,
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- TED 演讲 英文 教学 教材